issue for the Springfield Nor’easters was being a new minor league baseball team in an already troubling market. A minor league ice hockey team named the Falcons had already announced that unless the team sold 300 plus season tickets‚ they would be leaving Springfield. Another important issue for the Nor’easters was Larry’s lack of sport industry experience and the length of time to develop a pricing strategy. Larry had 6 months to develop a pricing strategy for ticket and concession sales that would
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on Thursday‚ July 2015 at the Springfield Rescue Mission on Bliss Street‚ Springfield‚ Massachusetts. The interviewee was Mr. Ron Willoughby‚ Executive Director of Springfield Rescue Mission‚ Inc. After the interview‚ I was allowed to make a visual inspection of both of their facilities‚ including their emergency shelter building in Taylor Street. In addition‚ I examined several years of IRS Forms 990 for two of the homeless service providers in the City of Springfield‚ MA. All non-profit organizations
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STUDY ACCT 505- Prof Main January 26‚ 2013 Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car 90 Average load factor (percentage of seats filled) 70% Average full passenger fare $160 Average variable cost per passenger $70 Fixed operating cost per month $3‚150‚000 a. What is the break-even point in passengers and revenues per month? Fixed cost | $ 3‚150‚000 | | Selling
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Case Study 2 Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car 90 Average load factor (percentage of seats filled) 70% Average full passenger fare $ 160 Average variable cost per passenger $ 70 Fixed operating cost per month $ 3‚150‚000 Formulae’s: Revenue = Units Sold * Unit price Contribution Margin = Revenue – All Variable Cost Contribution Margin Ratio =
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Study II Managerial Finance Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car | 90 | Average load factor (percentage of seats filled) | 70% | Average full passenger fare | $160 | Average variable cost per passenger | $70 | Fixed operating cost per month | $3‚150‚000 | a. What is the break-even point in passengers and revenues per month? Break-even point
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precipitated by aggressive attempts on the part of the nobility to enforce the third poll tax which allegedly was to finance a continuation of the hundred years war. The problems encountered with the poll were that it was not levied on a flat rate basis nor according to schedule and this caused widespread discontent. The event that finally sparked the uprising was the attempt to force the village of Brentwood to pay the recent poll tax. When John Bampton demanded that they pay the village insisted they
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Grade 45/50 Managerial Accounting 505 Case Study Week 3 A. What is the break-even point in passengers and revenues per month? Total Per Unit Percent Sales: 160 X 90 $14‚400 $ 160 100% Less variable costs/expenses: .70 X 90 $ 6‚300 $70 44% Contribution margin: $ 8‚100 $90 56% Less fixed costs/expense: $3‚150‚000 Net operating income: $3‚141‚900 8‚100 /14‚400 = 56% 100 - 56 = 44% BEP in passengers
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Case Study 1 Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car 90 Average load factor (percentage of seats filled) 70% Average full passenger fare $ 160 Average variable cost per passenger $ 70
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Study #2 A) What is the break-even point in passengers and revenues per month? Unit CM = $160 – $70= $90 Unit of Sales = 3‚150‚000 / $90= 35‚000 passengers Unit of Sales = 35‚000 x $160= $5‚600‚000 revenue B) What is the break-even point in number of passenger train cars per month? Unit of Sales = 35‚000/63= 555.5= 556 passenger cars C) If Springfield Express raises its average passenger fare to $ 190‚ it is estimated
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Background The NBA Collective Bargaining Agreement is the contract between the NBA team owners and the NBA Players Association that dictates the rules of player contracts‚ trades‚ revenue distribution and the salary cap. Since the previous CBA signed in 2005 was going to be expired before July 2011‚ the two parties‚ team owners and basketball players had to come up with a new CBA for the upcoming few seasons. According to the CBA signed in 2005‚ a soft cap system (at $58 million) was adopted
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